How To Be Mesmerizing With Tim Shurr!

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How The Best Leaders Think! | Tim Shurr

by Tim Shurr
June 25th 2021
00:39:30
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In this episode, Tim gives us another incredible masterclass on mesmerizing leadership. You will learn about how the best leaders think, and proven tips and strategi... More

mesmerizing leaders are the people who are the most caring, who always give you hope, who always help you to feel a sense of security regardless of the situations. Here's the question, what's going on inside the minds of top achievers that caused them to make extraordinary breakthroughs both personally and professionally. My name is tim Sure, and I invite you to join me as we take a deep dive into the unconscious mind and discover how to transform your biggest dreams into a reality. Welcome to the how to be mesmerizing podcast, everybody tim Sure here from Sure Success. And today we're talking about what makes a great leader, How do great leaders think, what's the psychology of an extraordinary leader? And I've got some tips and strategies that are going to help you with this so that you can be one of the best leaders that there are? So let's talk about the psychology of a leader. When I ask you describe the characteristics of a leader that you thought was really great, what words come to mind that you would use to describe this kind of leader?

Typically when people describe leaders that they've had in the past because we've all had leaders that were amazing and inspiring and we all had leaders that were not right that were very aggressive or very nit picky or very in your face are always critiquing never lifting up, always pushing down so people have had that, but when you think about your great leaders, do you think there's you know, what comes to mind? Do you think they were amazing with a spreadsheet? Do you think they really knew how to organize their day? That's usually not, what comes to mind? What comes to mind for people is how compassionate the person was, right? I gotta get my first time using a power point with the stream yard. So forgive me for fumbling around. But usually when people describe mesmerizing leaders, because I believe there are good leaders, great leaders and then mesmerizing leaders and mesmerizing leaders are the people who are the most caring, who always give you hope, who always help you to feel a sense of security regardless of the situations.

Now I've offered over the last year during the pandemic, I was providing soft skills leadership training for fire chiefs all over the country because I figured they were going to really need the support. And so I provided these soft skills training, the leadership training. And I had some people that were saying, you know when the pandemic broke out, some of our leaders were like, you know what, we're going to get through this and we're gonna be fine and we're going to figure it out and everything's gonna be okay. So just, you know, take it a day at a time and keep hope and let's keep focusing on the outcome we want to move towards and then other people would say, what do I do when I have a boss who's freaking out, who stressed out, Who's saying that we're not gonna have enough resources? We're not gonna be able to handle this and who's walking around in fear when you're a leader, your job is to instill hope to help people feel like you're going to be able to rally, like you're going to be able to get through anything. It doesn't matter what shows up.

What matters is how you show up. And the best kinds of leaders are always described as caring or wise or trustworthy or honest. You hear the word transparent and truthful a lot when it comes to building trust in relationships. If you don't have people who trust you, you cannot really lead them though. They might do what you say because they want to keep their job or the security of their paycheck but they won't respect you if they can't trust you. So you have leaders who empower people if you feel like you're constantly having to teach people the same stuff all the time or if you feel like people keep coming to you and dumping their problems on your desk instead of solving them on their own. That's because of your leadership blind spots. It's not because people don't care. It's not because people aren't coachable or or because they don't know how to do stuff. It's because our approach and our blind spots allow that habit to be in play. So for example people say well just do it myself because I know how to do it and it's just easier if I do it instead of having to spend the extra time teaching somebody else.

That belief is what keeps you bottlenecking the growth of your company because people keep coming to you or they don't feel empowered enough to solve the problem on their own or they're afraid that if they don't, if they make a mistake, they're going to get in a lot of trouble. So they'd rather push that responsibility over to you. Well, if you have a culture where people are afraid to be their best and to grow from their mistakes and to be empowered, then you're going to find that your ability to grow or scale is going to always be bottled next. So a lot of times when we're focused on what's going on with other people and why they're not showing up in the way that I want them to be is because of our own beliefs and how we're coming across and we don't even recognize that it's our leadership blind spots. It's our biases that, you know, there's an old saying that you are both the problem and the solution. Well, we like to think of ourselves as solutions, but we rarely like to think of ourselves as causing the problems which in many cases that's exactly what's going on. So leaders are also willing to look at themselves and be honest with themselves and take feedback as opportunities for growth instead of his criticism, right?

And a lot of leaders are struggle with criticism. They get their feelings hurt or they get mad or they don't want people to argue with them. You can tell the leaders who struggle with that because they tend to be very confrontational or they hide a lot, you know, and they're in their office with the door closed. So I find that mesmerizing leaders are always out there in the trenches, they're always connected with people. They're willing to do whatever they ask anybody else to do, and that causes people to be loyal. It increases engagement, improves morale. It causes people to feel like if you're willing to do this and you're my boss, I'm willing to do whatever I can to support you because they feel like you're supporting them. People reflect back the feelings that they get and the way that they're treated. So if people are disengaged or there's turnover or morale is low, then we've got to take a look at what messages the leadership is sending out. And you will always find that when you adjust that when you adjust the leadership beliefs or self awareness, that is what improves morale, that's what caused people to stay your best players will stay.

That will cause people to give you that discretionary effort, which is they'll give more than they are being paid for because they feel significant, they understand their value, they're feeling appreciated and or they feel like they're a part of a company or a culture that treats them well and treat them with respect and they don't want to go anywhere else. A lot of companies aren't like that and so they will stay and remain loyal because they feel like they're part of something special. They are part of a family and that could be created strategically when you're a mesmerizing leader. So when you look at these words, they give compliments. The best leaders are good communicators and that means that they're really good listeners. You know, the best leaders and the best speakers aren't that way just because of how they speak there that way, because of how they listen, right? And once you listen and you understand where someone's coming from, it influences what you say next. You know, a lot of leaders I've met over the years, they do all the talking and very little listening and so they're not very impactful or influential. And when you give them that feedback depending on their ego, they either feel threatened or they get they double down and they're like, well that's just how I am or what I built this company.

You know, that's that's my mojo and in their mind that limiting belief that if I change or grow, I'm gonna somehow lose what allowed me to build this company is false, right? There's nothing wrong with being strong and being visionary and running and after what you want, but if you're running too far ahead, then you've left your people behind and you can't take you know that old suggestion or that old saying that what got you here won't get you there, you know, you take your company to five million or 50 million or 100 million. You can't think in the same way that got you to that point, you have to think in a new way which builds greater relationships, it's all about collaboration, your biggest competitive advantage is not going to be a new sales technique, a new marketing strategy, a new way of delivering your service and product. Because at the end of the day that starts to become, you know, there's only so much you can do there, right? So much of what we do starts to feel like a commodity.

Your greatest competitive advantage are your people and their beliefs and when you upgrade your self awareness and you upgrade the beliefs that you have, it upgrades how you look at your business, how you treat others, how you collaborate, how you create joint ventures, how you partner up with people, how you get different people coming joining together to solve problems. And that's where the most amount of creativity and innovation comes from when you are using the power of people's minds collectively. I always tell people that if you got rid of one limiting belief, one negative belief, one fearful belief that sabotaging people's vision that's keeping them from not noticing their blind spots, right? If you were able to get rid of one unconscious belief for bias and in every person that works for you, it would radically improve your growth. It would radically improve your company's ability to sustainably grow and take it to the next level and it would be a lot more fun because there is less arguing and bickering and all that other stuff.

So all right, let's get back to how the best leaders think. So, I want to tell you a quick story and I'm gonna see if I can move my screen here a little bit. So I came across this story about a pack of wolves and how wolves lead. Okay. And I picked wolves because I've worked with a lot of lone wolves over the years, highly talented, powerful ceos of tech companies, 100% sales commission sales people that are number one in the company and a lot of times they think of themselves as lone wolves, right? They're out there, they're hungry, they're leading the pack, their, you know, kicking butt and taking names. You know, I'm the money man. I've had company leaders say that to me before. They would always feel like they were the center of attention and they were the money man and they were the one that made the company great and they would talk about how their company was awesome. But whenever you talk to the people, their employees, it was not that way. It did not feel that way. There was so much dysfunction that happened continuously and so many of that company's best leaders left because of that money man.

Because that person had these limiting beliefs that was holding him back and he didn't want to be open to that or grow. And so the way that I got around that as I start telling stories like this one, okay, so look at this pack of wolves here now what you have in the front row are the older, more sickly wolves, right? These are the elderly's the people that have are the wolves that have amassed a lot of wisdom over the years, but they've gotten older and they're slower now. They're more vulnerable. They might not know a ton about technology, but they know a lot about relationships and a lot about the products or the services that they have, how to sell those products and services, but they're not, they can't go as fast. They can't fight. Like they used to they don't have that kind of energy or band with, they go in the front of the pack. Okay, that's really important. Most of the lone wolves are like, no way I'm in the front of the pack, right? I'm charging forward.

You people are slowing me down and I've had many top ceos will say that to me. They'll sit there and I'll listen to people, I'll basically pacify him for a few minutes listening to their ideas and before I finally have had enough, which is usually like five minutes and then I jump in and say, all right, this is what we're gonna do, right? You're going to do this, you're gonna do this, you're gonna do this, let's go. And even if they're right, that old style of leadership, that general patent kind of, you know, I'm gonna come in and it's my way or the highway. It just doesn't fly these days. It doesn't allow you to get the full brain power and commitment from your team. And I don't care how smart you are. You're not as smart as a group of people who are coming together for a common cause. More brains are better than one brain. Even if you have an awesome brain, right? Most leaders have a great brain, but you develop your talent around you to make it even better. That's why companies of one don't grow nearly as fast as a company of 5, 10, 100 or 1000.

Right? So, okay, so you have your more old and sick in the front, they walk to kind of not just to set the pace, but really as a sign of respect. And because they've been through the path, they've been down this road so many times, they know where they're going. The next wave in the yellow here are five of the strongest in the pack and they're there to protect the front side of the wolf pack, right? So you got some of your strongest players and you didn't put them right out front, you put them behind that person, right? You put them behind the people that need that support. And the reason you do that is because you're strong can protect what's in front of them and they can protect what's behind them. They're protecting the pack. The pack is more important than just one of the wolves. And so you put your five strongest up there and then you'll see in the green square you have your other strongest wolves in the back and they protect the pack from the back.

So you have set up where you have the strongest in the front and in the back because that allows you to be able to protect all the wolves, you're able to protect everybody. If you're just up front then and you're trying to run forward all the time then you're not watching what's behind you. And that's really important because I have done leadership trust building exercises where he took people out into a field and we blindfolded one person and then they'd have a partner we blindfold one person and then the partner just using their words would have to guide them through this mace. Now when you lose your vision, all your trust issues come up, right people are like swinging their arms around, some people are scared to even do it brings all the trust issues up which is why I do this okay? But they're blindfolded, the other person is supposed to just use their words and say okay take a step forward, take two steps forward, pause, take a step to the right, okay, lift your leg up over this obstacle in front of you now the other one and you're just guiding them.

Well I've watched people where one person was blindfolded and their partner just started walking and literally just left the other person standing there and sometimes they didn't even know their partner was behind, it wasn't with them, they just started walking right and I would have to go, hey your partner's back there, right. Some people, even though they're really good at their job, doesn't make them a good leader and most people have never really had great leadership training and even if they get the basic leadership training about being good and being respectful, they still often don't get those beliefs upgraded and so you know they end up not being as good as they could be, which is why, you know, I decided to work with companies and get rid of these leadership beliefs that are holding people back and upgrade them so that people become mesmerizing leaders and it grows morale and productivity and profitability faster than anything else you can think of because our beliefs decide everything in our lives, how we think deep in our unconscious mind influences what we think, how we talk, how we show up, how we handle stress, how we handle adversity, how resilient we are all the stuff right?

And so when you upgrade those beliefs that upgrades everything else, which is why I start there where most people don't get anywhere close to getting into our hidden beliefs. So let's go back to our diagram. So we've got the elders up front, we've got the strongest in the front and the back protecting everybody else. And then this guy way back here, this man or woman, this female or male wolf is the leader of the pack, the last wolf is the leader and that wolf ensures that no one is left behind. That wolf keeps the packed tight and on the same path, they are ready to run in any direction to protect their pack. So you being a leader is not about being in front, it's about taking care of your team. And that's the whole point of our program today is making sure that we are thinking in a way that helps us be there for ourselves and for those that we are working with to achieve our goals. So here's what's going on in the mind of the best leaders.

There, we are. So the best leaders are always thinking about whatever it takes. I'm committed, I'm all in whatever it takes, that's what we're going to do as long as it's ethical and legal, right? We're going to do whatever it takes to succeed, where average leaders tend to get caught up in trying or wishful thinking. So average leaders might say things like, well, I hope this works out. You know, I'm going to try, I'm going to keep my fingers crossed. There's an old joke in uh, that farmers have about breakfast. They say that chickens are there, but the pigs are committed. You know, the chickens are involved, they're giving up the eggs, but the pigs are committed right there giving up the bacon, They're all in, right? And so we want to make sure that we have this attitude that no matter how hard it gets, no matter how risky it might feel, no matter how challenging it may be, that we are, we're in it to win it, that we're going to keep our eyes open. We're gonna keep our ears open as well.

And we're going to find a way to get to the solution. And I have found that really the secret to success is you just keep going after what you want until you get it. You have the sensory awareness to keep adjusting and correcting on the fly, but you keep moving forward. The people who fail are the ones that simply stop. They just give up no matter what. So the next one is comparing the past to the present, right? So average leaders are always thinking about what has happened in the past and comparing it to where they're at now. Yeah, well you did this before, or oh well, we've always done it that way. Well, mesmerizing leaders are always thinking about where they want to go and what they need to do to get there. They're always comparing the future to the present. So they're focusing on where they're headed, where most other people are always focusing on what has happened in the past. Well, even the stock market is a great example. You'll have any financial planner will tell you that past performance does not predict future performance.

That with the stock market, there's so much volatility that anything could happen. And even with our best guess, it's never going to go exactly the way that we want it to. So we have to have that behavioral flexibility. We've got to pay attention. Not let it get too emotional, use our intellect, make some decisions, watch for feedback, correct on the fly. But we're going to be focusing on where we're headed. We're not going to be stuck on how it has been because if you're only going to do what you've done before, you're going to get passed over by your competition, who is always looking for some new innovative way to serve customers to improve morale, To strengthen the culture of their organization. You know, your people are your greatest competitive advantage. When your people are happy, you're happy, your customers are happy and so we focus on taking care of each other in the 21st century workplace, that's what we do now. It hasn't been that way in the past. But also there was so much animosity and turnover and you know, and with the generation Z and the younger generations, the first question they ask my HR friends is how is your culture?

They want to work in a place where they're going to feel valued and they're going to make a difference and if they go into your culture and it's not like that, they're going to bounce, they're going to leave. You know, they're going to be like bra this is suss I have a 13 year old. So what that means is this is suspect, I'm not trusting what's happening here, I'm going to go somewhere else and then they do. So All right, what's the next one? The next one is mesmerizing leaders are intentional. They lead with vision, they lead with facts and they take action right? Where average leaders or people that think in an average way, they often focus on how they're feeling about things, their likes, their dislikes, they let how they feel about things dictate their action. Now there's a distinction here. Some people are very kinesthetic and you go by your feelings and your intuition and that's terrific. That's not what I'm talking about, I'm talking about. If you get stressed out, if you're getting overwhelmed if you're getting angry, if someone pushes your buttons and you're coming from that anger or people are like that's just how I feel about it and they're digging in.

Well, your feelings come from what you say to yourself and how do you talk to yourself? Right. So if you are focusing on information that ends up being false and you're getting feelings based on that false information, even though how you feel is real, it's still leading you in the wrong direction. I've had people where I've got them from two different departments. One time I remember sitting these two people down, they were the head of two different departments and they had been married to each other for years and it was a family owned company and I had them sit down and I had them have a conversation and with my guidance they began to realize that What one person thought the other person lied and it didn't happen that way. And she realized that oh my gosh, I've been mad at you for years and what I was mad at you about never happened. Well, you would think, okay, there's apologies, let's hug it out. Let's move forward. This is going to be a real breakthrough. Well, that didn't happen. What happened is I came to find out and had to go and have another intervention.

What happened was that that person that had held that grudge for so long had felt so embarrassed that she had made the mistake even though that's how she felt about it. She had made a mistake. She felt so embarrassed by that, that she decided to continue, keep it going as though that is what had happened. She distorted her view of reality. So her ego wasn't humiliated and it continued keeping friction going between those two. So we had to really work that situation out so that she could let go of that. But that happens all the time. Sometimes it happens and people don't even know that it's happened in their mind. We're continually responding based on false information and we don't even know that it's happening. That's what we call a blind spot. A blind spot is you don't see it, you don't recognize it, you're not recognizing it in yourself. Oh others recognize it in you but you won't be able to see it. And that's why it's so important to recognize our own blind spots in our own biases and then in a constructive, positive, supportive way upgrade them.

So your blind spot isn't blind anymore because you can't fix what you're not aware of. Everybody has blind spots, everybody has beliefs that hold them back. And so whenever you find a solution to a problem before you found the solution, you had a blind spot, you weren't able to figure out what the or what the solution was. And so once you figure out what it was. Now it was easy to see how everything fits together. So when I'm upgrading unconscious beliefs and biases, people are able to approach situations in a whole new way they shift and change their behavior, they start communicating in a more respectful way. All kinds of amazing things happen. That's why I continue to help companies and company leaders to upgrade beliefs and their leadership teams and then with their employees, because it's the fastest way to get results, it's the fastest way to improve and grow your top line and your bottom line revenue and all kinds of amazing stuff happens from upgrading human operating systems. So alright, we're almost done here. Okay, so mesmerizing leaders are always looking for what's possible, you know, what's possible here, where average leaders are kind of focused on the story of why it won't work and what's wrong and why it won't happen now.

There's nothing wrong with saying, you know, giving some feedback and saying that, you know, that's not gonna work or I think this is you're gonna have a problem here because you're just coming up with the possible scenarios and then how do we deal with them? You know, there's two main types of personality, there are problem solvers and solution finders and they're both equally effective, but their approach is very different. It's the opposite solution. Finders are always focusing on what's the outcome, what's the solution, how can we get to it, how can we move quickly. They like big picture and they like to move fast and they love momentum and progress. Problem solvers are very detail oriented, they think things through, they're going to find the problems, they're going to look for the holes in the boat because they realize that if you don't patch those holes then the boat's gonna sink before you ever get to your destination. And they're also very good at saying you're trying to patch that hole with bubble gum is not going to work okay now it might look like, especially to solution finders that these problem solvers are nit picking and always finding problems and always trying to bring you down.

But that is the opposite those people who find problems and only want to complain about problems or what we would call pessimists. Those are very different styles than problem solvers. Problem solvers are essential because they're going to look at a situation 1000 times longer than a solution finder. And when they do give you a solution, when they do give you a way to solve a problem, you should pay attention to it because it's going to be really good because they thought about it every possible way. My goal is to bring solution finders and problem solvers together to recognize their different styles and then to use it in a collaborative way because that's where the power of diversity comes from. You know, having diversity isn't just for diversity's sake. It's because you get different people with different experiences and different opinions that come together and that makes it powerful, right? That's where inclusion comes in. You might have people that come from different races or different cultures, different religious backgrounds or they grew up in different parts of the world.

But if you're not using their abilities and their assets and making them part of the team, that's what inclusion is, then then it's a waste. You know, then you brought somebody in and you're still not allowing them to add value and that's not the way to do it. So the whole reason why we have diversity and inclusion is one fairness obviously, but also too, we want to make sure that we have these different pieces of the puzzle that get put in and then you have a bigger picture. You can see, right? It makes more sense when you have more pieces of the puzzle, if I can only see one side of my hand and I can't see the other side of my hand or this side for up here, down here, I'm missing all these different angles. But when I have different people that look at this situation differently than me, it gives us more pieces of the puzzle. It gives us greater awareness and wow all of a sudden we come up with new ingenuity, new innovation, more creative ideas and that is how we improve operational excellence and how we continue to take care of our people who then take care of the customers who then create more loyalty and create more market share and on and on and on.

Right. And so it just becomes a fun way to work. And at the end of the day we're going to spend a third to a half of our life working so we might as well make it fun and enjoyable. One of the best leadership advice, pieces of advice I was ever given was tim, businesses don't grow, people do. Dave Lindsay said that he created a company called defenders who was bought by A T T. And he said, companies don't grow people do keep growing your people and he had a company where their whole goal was built on training, training, training and then they brought me in and I thought, what am I going to do these people train all the time? How am I going to add value? And then I got in there and realized, oh my goodness, all the blind spots, All the bias is all the stuff that everybody has. I'm really good at that. I'll just start upgrading beliefs and upgrading communication and upgrading blind spots and boom, it had a huge effect. I ended up doing trainings for years with all the thousands of company branches all over the country. So, you know, it's amazing what you can do when you start upgrading people's human operating system.

All right, I think we got one or two more. Uh, we got three more, so mesmerizing leaders look at situations as urgent. You know, we want to have urgency, not emergency and we want to have calm privatization, Right? All right, Let's remain calm. What are high value priorities? What fires do we need to put out? What do we need to do to, you know, move in the direction that we need to to push that big domino, which then will knock down all the other dominoes versus someone who goes into emergency. Everything is an emergency and everything has to be dealt with now and everything's a crisis and everything's blown out of proportion. That kind of leadership style makes people stressed out that it wears people down. It uses up their energy because everything is not a crisis. But if you're taking mole hills and turning them into mountains constantly, then you're going to find yourself feeling drained and stressed and so will your teammate, They'll feel like you're an energy vampire and we don't want that. So we want to look at situations and have urgency and then be calm and then prioritize two more mesmerizing leaders are open.

They're always thinking, what can I learn from this? I can grow and learn from any situation. People can teach you your whole life. There's gonna be people that will teach you how to be and how not to be, right? You're always gonna have role models that will show you how to handle situations and how not to handle situations and you can learn from both. So again, it doesn't matter what shows up what matters is how you learn from it and you're going to make mistakes. Everybody does in Silicon Valley, they say fail first fail fast fail often because failure for them is feedback. So let's say it that way. Get as much feedback as you can, as quickly as you can as often as you can. So you can continue to lead. You want to be on the bleeding edge, not the cutting edge. You want to be the one who shows up first. You want to be the one who has that unbeatable culture, right? Who keeps their people who keeps coming up with new ways of improving time management or communication skills or your culture or your delivery or how you take care of customer complaints. There's always another way of being able to grow and that makes it exciting and fun.

So all right, When we are focused on, you know, what can I learn in this situation, average leaders are always thinking, you know, whose fault is it, who screwed up who's to blame and then of course they tear into them or worse they tear into them in front of their peers. If you want to crush morale, if you want to crush productivity, if you want to ruin the effectiveness of the people around you, then just go ahead and continually criticize them. Now I know that people sometimes have this old coaching mentality that like bobby and I live in indiana right? Even though I've worked with companies all over the country. But bobby Knight was that basketball coach that was famous for throwing chairs into the under the basketball floor and screaming at his coat at his players and punching chalkboards and I remember I had old football coach that way too and that old idea of belittle people scream at them, make them fear you.

That approach is outdated when we watch people like that. Now we live in a cancel culture where we're like how do we get rid of that person? How do we sabotage that person? And before people were so powerful you couldn't touch him that day is over, you know with the internet and technology and social media people have more and more ways of figuring out how to wreck your day and it works, especially if you report to a board and so what we want to do is adapt and evolve and become more of a servant leader, more of a compassionate leader, someone who can be tough and strong and powerful yet also show respect and and have dignity for the people that they lead. You know, if you're a jerk on the battlefield, sometimes you get shot in the back by your own people and they're like up it got taken out right by the enemy. And so we got to be very aware that not only will you enjoy work more, but when you have that kind of awareness, you enjoy your marriage more, You enjoy your kids more, You enjoy your personal life more you're healthier, You sleep better.

You have more fulfillment in life. People who are usually very high powered and kind of mean and cut throw, they don't have very good lives, They might have money and power, but they're not happy and they never seem relaxed and they tend to be married multiple times and they just, they don't have relationships with their kids. You know, it's very sad and so we don't want that. We want to be able to, I feel like we're enjoying our lives so that we're not just getting through the day. We're getting from the day and we're not just keeping score by how much money we've made, where you know how much our stock is valued at. We're just realizing that we're growing people and that we are enjoying helping people to have fulfilling lives and we know about our employees and we know about their families and we know about their kids and we know about what's important to them and then they feel like, wow, I'm going to do everything I can to help you succeed because you care about me and that goes a long, long way.

The last one is mesmerizing leaders are full of aliveness and that's what I've been talking about. We're focused on future possibilities and growing people and making a difference because at the end of the day, no matter how much money you make, you're still going to think about the relationships that you've had, the interactions that you've had, that's what it's going to end up being most important, right? How many people care about you and love you and say what an amazing boss you are, What an amazing leader you've been. What a positive role model you've been for me. That's what's gonna light us up at the end of the day. Not how many extra reports you got done, right, or that you made an extra million dollars. Great, good for you, Okay. But at the end of the day, once you've done that, It wears off, then all you're thinking about is now I got to make $2 million dollars or I made $100 million now, you know, how do I get to a billion dollars? That game never ends. So we've got to change the rules about what it means to win and when you do that, it really makes you feel alive in a whole new way. And then of course, you know, average leaders aren't thinking like that.

They're coming from fear. They're focused on current realities. They're focused on what they're afraid of, their focused on why people don't care as much as they do. You know, and you can't trust anybody and, you know, feuding with family and you know, all kinds of stuff that happens that we all hear about, right? And so there are better ways and the best way to be able to have a really powerful impact is to go in here. There's an old saying that says, when you learn to go with it and you never go without, and what that means is when you go in and you increase your self awareness and increases your ability to create in the world. People live up to their own level of self awareness, right? Which means that you can only operate from how self aware you are. And some people have can be very successful in business but have very low self awareness, right? They just for whatever reason, have a knack for numbers or they're an amazing salesperson or they had an a genius idea or right time, right place.

You know, you talk to people who had google or Microsoft and they will all tell you to try to do it again, you know, and become a billionaire again is so difficult because you have to be at the right place at the right time and the right moment of history to be able to have all these things come together to make something like that happen. And so let's change what winning means. We can still make a ton of money, we can still make our customers, our employees, our shareholders delighted and thrilled. We can also do it in a way in a mesmerizing way where people feel happy we enjoy working, we enjoy the people we hang out with, we enjoy what we can do and how we can grow together. We enjoyed the Camaraderie and being challenged and it all becomes so much more effective and the fastest way to do that is to upgrade those limiting beliefs and biases. I spent 32 years becoming a world class expert at being able to recognize that and shifted rapidly and in a way that's sustainable.

So if you need help or support, please reach out. You can go to tim sure dot com or you can give us a call and and I'm happy to jump on the phone and chat with you about what's going on. If this is the right fit for you in the right time and if it isn't then continue to watch these videos and please leave comments and let me know what other challenges you're having. And I'll continue to make some videos on that as well. So that's it for now. Just keep focusing on becoming self aware, using these tools, using these strategies and let's go ahead and make the rest of your life the best of your life at work and home. Thanks so much for watching. Talk to you soon. Bye! Hey, it's tim you ever wonder why so many talented hardworking entrepreneurs and business owners struggle with inconsistent self believe for high stress or procrastination or self sabotage. Well, the answer may surprise you and the solution is already inside of you. I've been searching for the answers to this for decades and I found them and I put it into a new program called The Power of your unconscious mind, Mental secrets for accelerating success.

And because you're a listener, I want to give you a free V. I. P copy, head over to power mindset program dot com. That's power mindset program dot com and grab your copy today.

How The Best Leaders Think! | Tim Shurr
How The Best Leaders Think! | Tim Shurr
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